The origin and application of the 5 why method
The 5 whys, also known as the 5 whys or 5w method, is one of the most popular lean and business analysis methods. Its popularity reflects the trend towards a focus on prevention rather than on correcting problems after the fact. The 5 whys method helps us identify the root causes of dysfunction so we can apply real solutions to solve them.
What do we use the 5 whys for?
The method aims to find the real cause of problems. When something is not working properly within a company and we are trying to fix it, we often stop at the first "why?" question. This seems to solve the problem, but in reality it is only a symptomatic treatment. As the root cause of the disruption, the original root cause, persists, the problem in question will almost certainly return. Until the real root cause is identified and treated. The 5 why methods are designed to do just that.
The origins of the 5 why method
Why 5 is one of the lean methodologies, it is widely used by business analysts and is also used in agile project management during retrospectives. In other words, it is used to assess what has happened in a development iteration at the end of that period.
The process was first used at Toyota, developed by the Japanese car company's founder Sakichi Toyoda in the 1930s. It spread to the wider world thanks to the work of Omo Taiichi. He is the father of the Toyota Production System, which is the basis of lean management.
The 5 whys method is now widely known. It is no longer only used in lean and agile project management, but also in many areas of business and even everyday life.
The 5 why methods - example
Using the 5 whys method, we keep asking the "why?" question about the problem we are trying to solve until we get to the original reason or solution. Experience shows that this most often happens after question 5. However, this is not set in stone, there may be cases where fewer or more questions lead to the solution.
An example of the application of the 5 why method:
Why 1: Why couldn't Aunt Tailor buy bananas?
Because there were no bananas on the shelf.
Why 2: Why were there no bananas on the shelf?
Because we ran out last night and nobody ordered.
Why 3: Why didn't anyone order?
The store manager on duty yesterday left early, and the bananas ran out afterwards.
Why 4: Why didn't the person on duty order bananas today?
He thought the man on duty yesterday had already ordered.
Why 5: Why didn't today's attendant make sure there were enough bananas?
He has only been with us for 1 week and has not encountered any such cases.
The example shows that stopping at the first why? does not solve the problem. Even if we had bananas in the warehouse and put them on the shelves. This is only a symptomatic treatment, and the shortage of goods will sooner or later recur. Likewise, if we just solve the problem at level 2 and order bananas, in a similar case the phenomenon would still repeat.
The questioning must therefore continue to explore all the causal links down to the roots. At the end of the 5 whys analysis, the root cause will be identified and the dysfunction that led to the problem will be addressed in a systemic way. In this particular case, training the new store manager will prevent this type of stock shortage from recurring.
The 5 whys in practice
The 5 why methods can be easily checked by reading the answers in reverse order. Staying with the example above:
- the new employee will be taught to check the stock every morning and order what is sold out,
- so that goods are delivered even if the previous day's order was not received,
- so there will always be goods on the shelves.
When using the 5 whys method, it is very important that the direction of thinking is not problem-focused, but solution-focused. From the management side, it is therefore worth focusing on identifying the causes rather than blaming. If the focus is on blaming and blame, this may in the longer term hinder the identification of the real causes and thus the effective application of the 5 why's. After all, no one will have an interest in an honest review of the processes.
This does not mean, of course, that responsibility and accountability can be completely abandoned. This is particularly necessary when a person makes the same mistake several times.
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